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BCS BAPv5 Exam Questions
- Topic 1: Strategic Context for Business Analysis: This section of the exam covers the purpose of an organization’s vision. how to apply a suitable technique to analyze the internal environment of an organization and use a suitable technique to analyze the external environment of an organization.
- Topic 2: Analysing and Managing Stakeholders: In this section of the exam, the topics covered explain the activities required to engage stakeholders. It also covers identifying generic stakeholder categories using the stakeholder wheel and how to utilize the CATWOE technique to analyze stakeholder perspectives.
- Topic 3: Analyzing the Current State: This section of the exam covers choosing the most viable method methods to research the business situation and how to utilize tools to represent the current business situation.
- Topic 4: Establishing the Target State: In this section, the topics covered include utilizing a business activity mode and how to pinpoint the five activities included in a BAMExplain the three types of business events.
- Topic 5: Designing and Defining the Solution: In this exam, the topics covered include how to identify the stages of Design Thinking, defining the utilization of divergent and convergent thinking, and gap analysis.
- Topic 6: Developing a Business Case: In this section of the exam, the topics covered include how to explain the rationale for the development of a business case. It also covers how to identify the contents of a business case, identify tangible and intangible costs and benefits risks and their potential impact. Moreover, the section covers how to relate the business case to the business change lifecycle.
Free BCS BAPv5 Exam Actual Questions
Note: Premium Questions for BAPv5 were last updated On Jun. 07, 2026 (see below)
The Directors of Pigeon Parcels are keen to clearly set out the company's purpose so that both their employees and customers understand it.
Which of the following statements would be the best statement to adopt?
The documentation distinguishes clearly between mission/purpose, objectives, strategy, and tactics. A mission statement declares what business the organisation is in and what it is intending to achieve---it is the overarching purpose that provides direction and is meaningful to stakeholders such as employees and customers. In contrast, objectives are specific goals that can be measured, while strategy and tactics describe approaches and detailed means of execution.
Option C is the best ''purpose/mission style'' statement because it communicates a broad intent and aspiration in plain language that can be understood by both internal and external audiences. It expresses what the organisation aims to be known for and the overall value proposition it wants to deliver, which aligns with the role of a mission in providing clarity and direction.
Option A is a measurable target (an objective) tied to SLA performance, not a purpose statement. Option B describes an internal method/approach (closer to tactics or operational improvement activity) rather than the organisation's reason for existence. Option D is a specific policy or initiative (sustainability sourcing), which can support purpose, but it is too narrow to represent the overall company mission.
John has been working on a business case for opening up the overseas market to new products He has been asked to document the risks What SHOULD he do to ensure they are appropriately recorded? Select the TWO that apply
A risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives. To ensure that risks are appropriately recorded, they should be documented in a consistent and structured way, such as using a RAID log (Risks, Assumptions, Issues and Dependencies). A RAID log should include information such as the risk description, impact, probability, source, owner, mitigation actions, status and date. Therefore, options B and C are essential for recording risks, as they help to identify where the risk originates from and who is responsible for managing it. Option A is not relevant to recording risks, as it is the name of the tool used to document them. Option D and E are not relevant to recording risks, as they relate to the countermeasures or actions taken to address them, not the risks themselves.
A business analyst and a project manager are producing a business case for an initiative, which aims to improve the cyber defences of a large financial services provider
They met recently to review progress and made the following notes for the next draft
1. The benefits of cyber security will be hard to describe in quantitative terms, so we will need to describe these qualitatively.
2 We need to make it clear that we have fully explored the solution market, and we have considered a range of approaches to meeting the
objectives of this project.
3. The threat posed to the organisation from cyber attack, and therefore the justification for this project, needs to be clearly articulated
Which THREE sections of a business case will cover these points'?
A business case is a document that provides the rationale and justification for a proposed business change or solution. It helps to evaluate the benefits, costs, risks and impacts of different options and recommend the best one for further development and implementation. A business case typically consists of several sections, such as executive summary, description of the current situation, description of the desired situation, options considered, analysis of costs and benefits, risk assessment and recommendations. Therefore, options A, B and C are correct answers, as they cover the sections of a business case that will address the points noted by the business analyst and the project manager. Options considered is the section where different approaches or solutions to meet the objectives of the project are identified and described. It helps to show that a range of alternatives have been explored and evaluated. Analysis of costs and benefits is the section where the financial implications of each option are estimated and compared. It helps to show the expected value and return on investment of each option. Description of the current situation is the section where the problem or opportunity that motivates the project is clearly defined and articulated. It helps to show the justification and urgency for the project. Option D is not a correct answer, as recommendations is not a section of a business case that will address any of the points noted by the business analyst and the project manager. Recommendations is the section where the preferred option is selected and proposed based on the analysis and evaluation of other sections. Option E is not a correct answer, as risk assessment is not a section of a business case that will address any of the points noted by the business analyst and the project manager. Risk assessment is the section where the uncertainties and potential negative consequences of each option are identified and analysed. It helps to show how risks can be avoided, reduced or managed.
A company has just completed a two-year project to implement a commercial off-the-shelf (COTS) system in its customer service department. The results have been significantly worse than expected, with staff being forced to create manual workarounds to accommodate the expectations of large customers. Which investigative technique would have been most likely to uncover these problems earlier in the analysis process?
The key issue described---staff creating manual workarounds to satisfy important customers---often reflects tacit knowledge and ''what really happens'' in day-to-day work, not what is written in policies or what people might summarise in a survey. The guidance is clear that while interviews and workshops can reveal stakeholder views, the ''back-story'' of real working practices can differ; techniques such as work shadowing and observation help clarify what actually happens.
Shadowing is specifically defined as following a user as they carry out their job for a period (e.g., a day or two) in order to find out what the job entails. This is exactly the kind of technique that exposes hidden steps, exceptions, customer-specific handling, and unofficial procedures---precisely the conditions that drive workarounds when a COTS package does not fit real operational needs.
The observation section also highlights that seeing the workplace provides a much better understanding of problems and difficulties faced by business users and helps uncover tacit information that would otherwise remain unstated. Additionally, the guidance even uses customer services as an example area where an analyst might shadow staff to record real call types, durations, and retrieval delays---evidence that supports discovering process pain and mismatch early.
Therefore, shadowing customer service personnel (D) would have been most likely to uncover the workaround drivers earlier.
The management of a Health and Sports club has decided that one of its Critical Success Factors (CSF) is to provide excellent customer service. The below measures have been suggested.
Which two of these are appropriate Key Performance Indicators (KPIs) for the CSF ''provide excellent customer service''?
The documentation explains that CSFs are the areas where things ''must go right,'' and KPIs are the measures that show whether progress is being made toward achieving a CSF. KPIs should focus on specific performance areas and should be defined so they are SMART and monitored regularly.
For a CSF of ''excellent customer service,'' appropriate KPIs should reflect customer experience outcomes and customer loyalty/retention. Option C (''number of customers who post negative feedback'') is directly linked to service quality: negative feedback is a clear indicator that customers perceive service failures. Tracking it (and ideally setting a target such as ''no more than X per month'') provides a measurable signal of whether service is improving.
Option D (''percentage of customers who renew their annual subscription'') is also strongly linked to customer service because renewal rates are a widely used indicator of customer satisfaction and loyalty: customers who experience consistently good service are more likely to continue their membership. As a KPI, it is measurable, trendable over time, and can be given SMART targets.
The other options are not direct indicators of customer service quality: restaurant ordering (A) is sales/upsell behaviour, fitness improvement (B) is an outcome of training/programming rather than service, and payment method (E) is an administrative preference. Therefore, the best KPIs for this CSF are C and D.
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